鼓励销售问责制的7种方法

For any growing company, the speed at which you hire means continuously tweaking your sales training playbook to find a balance between group sessions and one-on-one coaching. You need a sales training process that will equip each salesperson with a certain baseline of knowledge, and empower them to implement what they’ve learned.

One of the ways to ensure that salespeople can retain their knowledge and successfully move on from the training period is by teaching them to take ownership of their processes. This ownership, sometimes called sales accountability, is how sales managers prepare their teams for success by giving them all the information, tools, and training they need to succeed and meet quotas.

本文将概述销售问责制，以教授销售人员掌握其流程的所有权，并为销售经理提供有关如何在其团队和个人代表中建立和鼓励问责制的提示。

Accountability drives success because it ensures that salespeople stay on track, own their progress, and develop their skills. Although it is sometimes synonymous with penalties, sales accountability is meant to produce positive results that inspire and motivate employees to become independent and take control of their sales process.

How to Create and Encourage Sales Accountability

Creating accountability plans with your team can help representatives feel confident in their knowledge and inspire them to succeed in their day-to-day tasks. Considering the benefits that accountability can bring, let’s go over seven principles to consider that can create and encourage accountability within your sales teams.

1. Make goals transparent.

Transparency drives accountability. From their first day on the job, sales hires need to be informed of exactly what they’ll be responsible for learning during the next few months.

One way to accomplish this might be to design certifications to help reps master your sales process, and giving them a timeline to complete it. By the time they complete the certification, sales reps should be able to independently execute the sales process from start to finish.

You can also create a qualitative rubric to provide to salespeople, which outlines each step in your sales process and the corresponding skills they'll need to master. For example, in the discovery phase, reps are expected to establish themselves as trusted advisors.

由于新的代表完全了解他们正在衡量的内容，因此自然而然地遵循培训标准的责任。对您的期望保持透明是问责制的关键。

简而言之，透明度是销售问责制的关键支柱，因为如果代表不知道对它们的期望，那么他们可能很难对您的期望进行表现。

2. Enable salespeople to take ownership.

We all know the expression, “Give someone a fish and you feed them for a day, but teach them to fish and you’ll feed them for life.” This saying holds true for sales coaching as well. When managers and leaders simply tell their direct reports what to do instead of enabling reps to solve problems, they’re undercutting reps’ ability to take ownership of their processes.

为了帮助销售代表对其任务承担所有权和问责制，请考虑执行角色扮演或讨论困难的销售电话，而不是向他们提供脚本或一组说明。问他们问题，并提出诸如“进展顺利？”之类的问题，“什么会更好？”或“您认为如何在以后的对话中改善？”您正在帮助销售代表评估他们的绩效，并向他们展示他们可以发展自己的技能，以作为获得所有权和问责制的手段。

Urging your sales reps to come to the answers themselves also helps them internalize the lessons they’ll need in the long run. Truly understanding the principles behind their actions will help them successfully handle future situations and hold themselves accountable.

3.提供您的销售人员相关数据。

If you’re coaching a rep on how to convert prospects through product demonstrations, show them how their demo-to-customer conversion rates have changed over time. This helps establish your rep’s baseline performance and gives them a touchstone as they work on improving the metric. They should be tracking their own progress, too — performance reviews and one-on-ones should hold no surprises.

Having this data allows them to hold themselves accountable, right now and in the future. They know what their performance looks like, and they know that future performance should be better or consistently at the same level that it is now. If a rep looks at their metrics one month and realizes they’ve fallen short in relation to past performance, they can hold themselves accountable for working harder to achieve the same numbers.

4.定义问责制的衡量标准。

With all this talk of taking accountability, it’s important to also define what accountability means to you and what it will mean to your reps.

For example, maybe accountability means you want reps to approach you when they’ve fallen short on a task rather than you coming to them. Or, maybe it means that you want salespeople to develop their own plans for how they’ll approach tasks and troubleshoot on their own before approaching you for assistance.

提前定义问责制的衡量标准也可以帮助缓解您的销售代表在预期的情况下可能会受到试用的担忧。例如，继续上一个示例，他们会知道，如果他们遇到任何障碍，他们将期望他们分析自己的表现，并批判性地思考如何改善，而不是接受经理的演讲。

5. Use different strategies to motivate your reps.

Since accountability often comes with increased independence, sales representatives may be nervous about being in charge of their day-to-day tasks. They may not feel like they can succeed without your guidance, so devising strategies to motivate them and show them that they can succeed is worth considering.

游戏机t是一个工具可以使用o engage your teams and motivate them to embark on their journey. You can create custom quests (displayed in the image below) for the metrics your team is meant to meet, like the target number of closed deals, and create leaderboards for reps to track their progress and be proud of their achievements.

Your entire team can also get a sense of how their achievements contribute to team performance, which can in turn motivate them to work harder and hold themselves accountable where they’re falling short.

6.让自己负责。

就像您希望您的代表负责自己一样，他们也希望您承担责任。这意味着要与期望的代表进行预期，并为他们提供满足您的期望并承担责任所需的资源。bob体育苹果系统下载安装

最重要的是，您需要让自己负责让自己的代表负责。是的，这是一个令人费解的句子，但这意味着这是：给您的代表掌握其流程所需的空间。如果您每天徘徊在他们身上，以确保他们遵循他们制定的计划，那么您不会给他们独立并负责自己的成功的机会。让他们抓住自己的错误，然后遵循自己制定的计划。

7. Follow through on the processes you’ve laid out.

Training and coaching require a feedback loop throughout a rep’s tenure at your company. Let them know once formal training is over that you’ll be meeting regularly to check in on progress.

In one-on-ones with your reps, look for them to take ownership of their activity. Ideally, your reps will be saying, “You coached me on X, and I changed my behavior in Y and Z situations using that coaching.”

要求代表解释其数量的改善或他们需要承担责任并更改其流程所需的情况。这也将加强您的代表，他们应该在行动中具有自我意识和故意。

Use Accountability to Create a Culture of Success

Coaching salespeople to help them become the type of employees that are aware of their strengths and how they can improve is one of the most valuable things a sales manager can do for their company.

If you’re upfront about your expectations and give salespeople the means to succeed, you’ll likely find yourself managing a group of salespeople that hold themselves accountable for helping your business meet their goals and take ownership of their day-to-day processes.